Professional Documents
Culture Documents
A report submitted to
Dr. Gita Chaudhuri
By
Alok Kumar Singh
Section C
Roll No. 155010
On
July 8th, 2015
Letter of
Transmittal
Thanks
Sincerely,
Alok Kumar Singh
Senior Consultant
Marvel consulting Services
C-241, Delta-1
Executive Summary:
Kanpur confectionaries private limited is a firm dealing in Biscuits manufacture. During its early years of
operation, KCPL has good business in north region. Due to emergence of various competitors in
organized and unorganized sectors, It incurred losses and sale declined. KCPL has offer to work with
Pearson Health Drinks Limited with their own expertise. KCPL has another option to work as a CMU for Aone confectionaries but that will interfere with their independence. KCPL has the option to accept the
offer, reject the offers and continue on its own, preserve family name and prestige. While choosing among
these options, KPCL has to take into account incurred losses, maximizing profit margin and family name.
The best option will be working with APL and Pearson.
Situation Analysis:Biscuit industry, as we know of, invites comparably lesser investment and an easy entry since the
technology is simple enough to opt.
Kanpur Confectionaries private limited started with its sugar candy business in Jaipur but in due course of
time, KCPL moved to Kanpur and entered into Biscuit business. It was a family business founded by
Mukesh Kumar Gupta and further the legacy is being carried out by his sons. KPCL has its business
basically in North India targeting mainly middle class people and small institutions. By 1970, Mr. M K
Gupta emerged as a leader in candy business in his region.
Since the profit margin in biscuit industry was more as compared to candy business, He launched biscuit
business as an extension to candy and reached the number two position in market with monthly sale of
about 110 tonnes. Prince biscuits held the first position while International biscuits was at number three in
the market. By 1980-81, KCPLs capacity was doubled from 120 to 240 tonnes /month. The profits
increased to Rs. 2 crores and further to Rs. 3 crores.
Pearson Pearson Health Drinks Limited, a multinational company was willing to indulge into health
biscuits by outsourcing the supply from small and medium scale units through technical support. KCPL
was offered an off take of 100-125 tonnes /month and a conversion rate of Rs. 3 per kilo along with the
reimbursement of material cost.
Pearsons offer allowed KCPL to make fine usage of surplus capacity and chances to learn new tools of
quality management. KCPL could use their own expertise for manufacturing though the quality of biscuits
will be inspected before dispatch. This way KCPL could retain their family name and prestige.
A-one Confectionaries private limited and International Biscuits limited were the most dominant in the
industry. Competition for KCPL also increased due to emergence of 70 units in the unorganized sector
between 1975 and 1980. Moreover, eight new units were also set up in the organized sector in UP for
biscuits production. Now it was a challenge for KCPL to carry on the business with maximum return since
they cannot increase the prices to compensate for the rising costs of labor and material. As a result of all
these, KCPLs sales declined and it incurred a loss. Same was the case with candy business. Eventually,
they had to close the candy line in 1985.
APL, the national market leader, was willing to expand their supply by promoting contract manufacturing
units (CMU) that would make biscuits for APL as per their specifications. APL had its production plants
mainly in south India and its monthly capacity was 1200 tonnes in 1986-87.
KCPL received the initial offer for the production of 70 tonnes Glucose biscuits per month. Packing
material was supposed to be supplied by APL. Inspection of manufacturing process of KPCL will be done
by APL and possible changes might also be implemented. KCPL had to buy the raw material from
authorized suppliers of APL, although the raw material expenses will be reimbursed. Conversion charges
of Rs. 1.5 per kilo will paid to KCPL to compensate for labor and other expenses. KCPL was offered to
sign a three years contract and the production order may be increased if APL likes KPCLs production
output. APL wanted KPCL to send production and consumption report on daily basis.
Problem Statement:What measures Mr. Alok should take so as to ensure the best future for KCPL taking into account current
financials and familys prestige?
Options to be considered:
Option1: KCPL agrees to work with Pearson as well with APL.
Option 2: KCPL works with Pearsons offer only to retain independence and to preserve familys name &
prestige.
Option3: KCPL tries to analyze the possible factor for its fall and works on them to get better returns.
Option4: KCPL works in collaboration with APL and applies those techniques in their manufacturing.
Criteria:
Evaluations of options:
i) Working with Pearson and accepting APLs offer to become a CMU.
This will help KCPL to grow fast since they wouldnt have to look for advertisement cost as well. KCPL will
have a broader perspective to look into working will APL. It can get maximum return of 78000. Although
KCPL has to compromise with independence and family name but this option will offer them the best
possible way to compensate losses and increase margins.
ii) Working with Pearson alone
This will allows KCPL to retain independence and preserve family legacy, but the losses would not be
covered and that cannot promise increase in returns. Going with option may offer liberty but that would
not cover the costs. Moreover, Health biscuits was not a success earlier.
iii) KCPL tries to look into the reason for losses and refines them
KCPL has tried to make changes earlier as well to promote the sales through making changes in
operations. This option will enable KPCL to work independently and building the family brand a success.
But this option will not guarantee loss minimization.
Exhibits:
Exhibit 1: Income Statement of KCPL with Pearson engagement and accepting APLs proposal
Items
Units
Value
(in rupees)
-6000
(in tonnes)
70
1.5
(in rupees)
105000
(in rupees)
300
(in rupees)
-21000
(in rupees)
84000
Overall Profit or Loss from KCPL, Pearson and APL combined operation
(in rupees)
78000
Revenue
Expenses
Items
Units
Value
(in rupees)
-141000
(in tonnes)
50
Revenue
Conversion Rate
(in rupees)
150000
(in rupees)
300
(in rupees)
-15000
(in rupees)
135000
(in rupees)
-6000
Expenses
Items
Units
Value
(in tonnes)
120
(in rupees)
18100
Total
(in rupees)
2172000
Maida Expense
Maida required per tonne
(in kg)
750
(in rupees)
10
(in rupees)
-900000
Expenses in Vanaspati
Vanaspati required per tonne
(in kg)
150
(in rupees)
36.67
(in rupees)
-624000
Sugar Expense
Sugar required per tonne
(in kg)
(in rupees)
12
(in rupees)
-288000
(in rupees)
1000
(in rupees)
-120000
(in rupees)
300
(in rupees)
-36000
(in rupees)
-345000
Total Expense
(in rupees)
-2313000
10
200
(in rupees)
-141000
Assumption:
*Fixed Expenses Incurred includes Permanent Salary bill per month, Interest per month and other fixed
commitment. Values of these costs are not affected by any business engagement.
*Overall Capacity of production of KCPL is assumed 240 tonnes.
Items
Units
Value
(in rupees)
141000
(in rupees)
84000
(in rupees)
-57000
Assumption:
*Overall Capacity of production of KCPL is 240 tonnes. Out of which 120 tonnes capacity is used for
business engagements.
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